...[pic] FACULTY OF BUSINESS AND ECONOMICS ACCG828 Management Control Systems Seminar 2 OBJECTIVES AND LEARNING OUTCOMES Objectives: 1. to identify, explain and provide examples of results, actions, personnel and cultural controls, and, 2. to analyse real-world scenarios identifying problems with management controls, and recommend solutions to the problems identified. Upon completion of learning activities relating to Seminar 2, the student should be able to demonstrate knowledge and understanding of: 1. the key concepts and principles relating to results, actions, personnel and cultural controls forming a management control systems and, 2. apply conceptual knowledge to recognise and solve problems concerning real-world MCS issues. This seminar contributes to enhancing students’ discipline-knowledge and skills, and critical, analytical and integrative thinking. readings[1] 1. Merchant and Van der Stede (2012). Chapter 2 Results Control. 2. The Case of Atlanta Home Loans, Merchant and Van der Stede (2012), page 22. questions for discussion[2] 1. This case is described as an example of extreme control failure. Comment on this statement based on your understanding of the causes of management control problems. 2. What caused the company’s problems, that is were the problems due to failures in the company’s strategy or control system, or both? 3. How would you describe the results controls that Al Fiorini...
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...agreement) © Ivor Krátký, Praha – Ml. Boleslav, 2015 FileName: savs_MGTBASICS_Eng__COURSE GUIDE_DEFF-Sept2015 Revision: 15 Date : 28. 9. 2015 Page 1 of 7 1. AIMS OF THE COURSE: The course is designed to expose students to key concepts of management, including management styles, corporate management and hierarchical organization structures etc. Students will gain knowledge and understanding of management functions, roles, objectives and selected techniques not only as individual – independent realms or entities, but in their mutual connections and interdependencies, highlighting simultaneously the business and social implications within the “real” entrepreneurial milieu. The scope of the completed topics notwithstanding, the following five tenets will flow through and will be highlighted as the proverbial “golden thread” within all discussions & readings: “pro – activity and preparation is everything – the rest consists of merely executing it” “to be able to get to know and to manage anybody else, I must be capable of getting to know and to manage myself, to start with” “people won´t buy-in to the vision, until they buy-in to the leader” “miraculous techniques, procedures and strategies simply don´t exist; every technique is only as good, as the individuals working with it” “any company is always and only as good, as its top management”. 2. CONTENTS: Expectable /selected/ market trends & prerequisites of succes “Top-...
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...formulate effective strategies and develop the necessary resources and capabilities to achieve sustainable competitive advantage in a global and volatile competitive environment. Learning Goals At the end of this Course, students should be able to: synthesize information to recognize the external opportunities and threats as well as the internal strengths and weaknesses that impact a firm’s competitive advantage. critically evaluate how a business, corporate and/or international strategy would lead to sustainable competitive advantage. analyze complex and dynamic interdependencies among strategic issues. identify ethical issues and exhibit informed ethical judgment when faced with an ethical decision. Learning and Teaching Methods This course is structured in a seminar learning format, where a 4-hour seminar is conducted every week for a total of 13 sessions. Each seminar is intended to inform and equip students with the conceptual tools to synthesize, evaluate and analyze strategic issues with an ethical grounding. In addition, seminar activities have been developed to provide opportunities for students to sharpen their strategic...
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...Week 4 Homework CHAPTER 9 1. As the director of training in Cruise Lines International Association, I would chose outdoor and recreational activities as the best motivation for travel marketing sales seminars. This is because in attendance will be travel agents and tour company representatives. This will help to enhance team building throughout the group hence increase the level of performance among the members. It has been noted that the employees in CLIA lack effective communication skills, through outdoor activities; it will be easier to educate these employees about the skills they need to improve their performance in the workplace. Outdoor activities will provide a platform for each individual to learn about the others personalities, likes and dislikes. Since most of the employees in CLIA work as a group, it will be easy for the employees to work together towards accomplishing important tasks for the members. 2. I would use several instructional and teaching methods to ensure that I have solved the preceding problem in Cruise Lines International Association. I would use teacher directed method to ensure that I have interacted with every employee at an individual level. This method would help to enhance direct interactions and discussions about the problems each individual faces and discuss effective solutions to these problems. Using a blackboard and a chalk, I would clearly outline the problems being faced by the organization and the importance of employee participation...
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...STRATEGIC MANAGEMENT Course Outline for Seminar Groups 3, 5 and 8 ONLY Semester 2 of the Academic Year 2012-2013 Instructor: Clive Choo, awechoo@ntu.edu.sg Learning & Teaching Methods This course is structured in a seminar learning format, where a 4-hour seminar is conducted every week for a total of 13 sessions. Each seminar is intended to inform and equip students with the conceptual tools to synthesize, evaluate and analyze strategic or ethical issues. In addition, seminar activities have been developed to provide opportunities for students to sharpen their critical thinking and ethical reasoning skills through: 1. Case analyses, where students apply the conceptual tools that they have learnt in the seminar to critically analyze different strategic issues. 2. An ethical reasoning exercise (given in pages 7 and 8) where students can apply ethical concepts. 3. A critical thinking exercise where students could analyse specific case study issue with theoretical framework and concepts. 4. A group project, where each student group generates a strategic audit report of a publiclylisted firm. See pages 8 and 9 for details. 5. Collaborative learning, where students work in a group and participate in class discussion so that they learn to defend and/or integrate different perspectives on strategic issues in a critical manner. 6. A final exam, where students apply their knowledge of course material learnt throughout the course in an integrative manner. 1 Course Assessments -...
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...ACADEMIC GUIDELINES www.ibs.utm.my ACADEMIC GUIDELINES CONTENTS ITEM PAGE Overview / Background of UTM 4 Philosophy of UTM 4 Vision of UTM 4 Mission of UTM 4 Motto of UTM 4 International Business School (IBS) In Brief 5 Vision of UTM IBS 5 Mission of UTM IBS 5 Core Values 5 Client Charter 6 UTM IBS Organization Chart 7 Postgraduate Administrator 8 Graduate Faculty 9 Enrolment and Duration Of Studies 13 Change of Program Of Study, Type of Registration, And Mode of Study 13 Withdrawal (TD) of a Course 14 Attendance 14 Academic Load 14 Credit Exemption and Transfer 15 Grading System 16 Academic Standing 17 Deferment, Suspension and Termination 18 2 ACADEMIC GUIDELINES ACADEMIC PROGRAMMES MASTER OF BUSINESS ADMINISTRATION (MBA) 20 21 Introduction MBA Course Structure Programme Specifications and Learning Outcomes 23 Course Synopsis 26 21 DOCTOR OF BUSINESS ADMINISTRATION (DBA) Programme Specifications and Learning Outcomes DBA Course Structure 38 41 OTHER INFORMATION REFERENCES UTM IBS Postgraduate Student Society (PGSS) 42 43 3 ACADEMIC GUIDELINES OVERVIEW / BACKGROUND OF UTM The main campus of Universiti Teknologi Malaysia (UTM) is located in a strategic area of 1,177 hectares in the Iskandar Development Region, Johor.UTM has another campus known as the UTM Kuala Lumpur, Jalan Semarak with an area of 18 hectares. The history of UTM began in 1904 as a Treacher Techical School and was later...
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...will then consider in detail foreign direct investment, business culture, employment and human resource management, seen from the perspective of multinationals investing in Japan and China. The module will provide students with a well-rounded knowledge of the issues facing firms seeking to establish global networks and the managers within those firms charged with the task of running the overseas operations and managing workers in a different cultural context. The module will encourage students to think more deeply about the process of overseas investment and the challenges of managing and working in the global economy, thus equipping them with some of the key skills and knowledge required of managers in global firms. Dr Harald Conrad – Contact Details: 6/8 Shearwood Road, Room B-07 Ext: 28431 Email: h.conrad@sheffield.ac.uk Dr Zhang Zhong – Contact Details: 6/8 Shearwood Road, Room A-02 Ext: 28339 Email: zhong.zhang@sheffield.ac.uk The lecturers’ office hours will be posted on their office doors during Week 1 of Semester 1. MINIMUM REQUIREMENTS: Regular attendance is required at all lectures and seminars; students should read the relevant books and articles before each seminar and will be expected to take an active part in group discussions. FORMAT: The module comprises a two-hour lecture and discussion each week and a one-hour seminar in most weeks. Students may be split into two or three seminar groups. MODULE OUTLINE (HC) Dr Harald Conrad (ZZ)...
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...School of Management, Operations and Marketing COMM331: Integrative Business Capstone Subject Outline 6 credit points Subject Information Autumn, 2016 Wollongong On Campus Lecture Information: Mondays, 08:00 - 08:00, All COMM331 lectures are online via Moodle Pre-requisites: 96 Credit Points including all Faculty of Business undergraduate 1st year core subjects Co-requisites: Nil Restrictions: COMM333 Contact Hours: Online lectures plus 1 hour of tutorial (up to week 6) and 2 hours of computer lab (from week 7 up to week 13) Online Subject Material: The lecture material for COMM331 is all online. Students can access online materials via Moodle. COMM331 is supported by a UOW Libguide available at http://uow.libguides.com/index Teaching Staff Teaching Role Name Coordinator, Lecturer and Dr Belinda Gibbons Tutor Telephone Email 42215824 bgibbons@uow.edu.au Room Consultation Times 40.247 Wednesday 10:30 - 12:30 Thursday 13:30 - 15:30 Head Tutor Ms Natalie Akmacic NA akmacic@uow.edu.au NA TBA Tutor Ms Jinqi Xu NA vivenx@uow.edu.au NA TBA Tutor Mr Viktor Tomeski NA viktor@uow.edu.au NA TBA Tutor Ms Lynda Lorkovic NA lbricevs@uow.edu.au NA TBA Tutor Ms Nadeera Ranabahu Mudiyanselage NA nadeera@uow.edu.au NA COMM331 Subject Outline Autumn, 2016 TBA Page 1 of 21 Email Etiquette: Consultation with your subject coordinator and/or teachers via ...
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...Introduction Negotiation is a method of conflict resolution. It is a problem-solving process in which two or more parties attempt to resolve their disagreement or conflict in a manner, and through a process, that is mutually agreeable. Where as the general concept of negotiation is easy enough to understand, in practice it can be an extremely difficult proposition. Negotiation is further complicated when the parties find themselves negotiating across dissimilar cultures. “Culture is a powerful factor in shaping how people think, communicate and behave. It therefore affects how they negotiate” .Our presentation investigates the impact of culture on negotiations. It begins by defining culture, to include a discussion on how culture is imbedded in an individual through their mental models and values. It then breaks out the four dimensions of culture identified by Geert Hofstede. A general overview of negotiations follows the culture. It includes a definition of negotiations and discusses the range or continuum of negotiation styles. The section on negotiations closes with an overview of negotiation skills to include the actors and their frames of reference. The final idea provides a description of how culture impacts negotiations. First, it overlaps four elements of negotiations; actors, structure, strategy, and process with Hofstede’s dimensions of negotiation. Then, a summarization of cultural affects on specific negotiation styles is provided. Defining Culture Working...
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...economic growth and recession; 3. theoretical approaches to the evaluation of an organisation's strategic position, choices and implementation of options for change; 4. the distinctions between differing change contexts and styles of leadership. Skills and attributes Successful students will typically be able to: 5. research, diagnose and analyse a complex range of strategic problems 6. critically evaluate strategic concepts and theory, decision-making and planning, using practical examples of strategic leadership and change processes; 7. develop the ability to work as part of a team on a group project 3 Format of delivery-nature of contact hours per week The module is delivered through a one hour’s lecture every week and A SEMINAR OF TWO HOURS DURATION EVERY TWO WEEKS. Students are active participants...
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...Professor – Interdisciplinary Design Programme and Industrial Management Engineering Indian Institute of Technology, Kanpur 208016, India Email: jayanta@iitk.ac.in jayanta.chatterjee@gmail.com Phone: 91-512-2597858, 91-512-2597376 (O) Mobile: +91-9648117755 Jayanta Chatterjee “To learn, research, teach and consult in my competence areas, to evolve as a person and share my ken to make a difference through creative Innovation” Core Competence • • Research Interest • • Innovation in socio-technical systems Cause Related Marketing. Media & Communication. Global Sales & Marketing Product and Brand Management. New Business Development. • • Dr. Jayanta Chatterjee has 42 years of teaching/research and professional experience in management at different industries and in different countries. Strategic Design of ProductService Systems • • Digital ecosystem & autopoeisis Jayanta started his career in 1972 at Siemens in Sales and Project Engineering and developed expertise in new product management. He then pioneered the introduction of advanced electronic control systems to Indian Industries at Allen-Bradley Ltd, where he rose to the position of CEO in 1990. But true to his passion he was also teaching as a visiting faculty at IIT Kanpur and at IIT Delhi during this period. Later, he co-funded Strategy Innovation Inc and became the Chief Knowledge Officer of vtPlex. In 2001 he divested out of that enterprise and joined the academia full time at Industrial & Management Engineering...
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...|Assignment | |STUDENTENOMMER: | | |STUDENT NUMBER : | | |VAN : |VOORLETTERS: | |SURNAME: STEPHANS |INITIALS : M | |TELEFOONNOMMER : | |TELEPHONE NUMBER: | |VAK : |Managing Knowledge for Strategic Effectiveness | |SUBJECT: | | |AANTAL BLADSYE | 11 pages including this one | |DOSENT : ...
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...between CSR and Financial Performances: 16 Theories on CSR: 19 Instrumental theories: 19 Political theories: 19 Integrative theories: 20 Ethical theories: 20 Measurement of Financial Performances: 22 Chapter-3 22 Research Methodology: 22 Introduction 22 Research model and approach 25 Research collection 29 Process of data analysis 33 Chapter-4 34 Analysis 34 Survey questions 34 Focus group discussion 42 Chapter-5 43 Result and findings 43 Implications for practitioners 44 Implications for future research 45 Chapter-6 45 Recommendations and conclusions 45 Appendix-1 49 Questionnaire- 49 Interview questions- 51 Bibliography 52 Abstract- In today’s business world the word, “Corporate Social Responsibility” (CSR) is more than a buzzword to the stakeholders. The concept of CSR is evolving in the business world from decades; however, the actual meaning with its impact is yet to be achieved. The emergence of Corporate Social responsibility in the business shows a new era of business, in this uncertain world. However, in this research report we only concentrate on today’s world. More than 200 big corporate giants implemented CSR in their company throughout the world. With the continuous debate that, CSR is philanthropy or charity, the impact of CSR in the business has increased. Implementation of CSR in the business...
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...School/Faculty/Institute Sabancı University, Faculty of Management Program B.A. in Management Semester Summer 2014 Course Code MKTG405 Course Title in English Marketing Strategy Course Title in Turkish Pazarlama Stratejisi Language of Instruction English Type of Course Lecture/Seminar/Practical/Fieldwork Level of Course Senior, Junior Intermediate Semester Summer Hours per Week 3 Number of Credits 5 ECTS Grading Mode Letter Grades (A: 100-93, A-: 92-86, B+: 85-78, B: 77-70, B-: 69-63, C+: 62-50, F:49-0) Pre-requisites Principles of Marketing or Introduction to Marketing Course Description MKTG405 will deepen students’ knowledge of marketing strategy. Students will not only be provided with a capstone class that enables integration of their learning in marketing (“pull it all together”), but they will be equipped with thinking strategically when making and implementing marketing decisions (“strategic decision making”). Extensive application of specific analytical approaches and tools for understanding customers, competition, and markets (“applications of marketing data and information”) will help students in developing an appreciation for the relationship between marketing and the other functional areas of business. Course Description in Turkish MKTG405, öğrencilerin pazarlama stratejisi bilgisini derinleştirmeyi hedefler. Öğrencilere pazarlama bilgilerini entegre edebilme kabiliyeti kazandırmanın yanı sıra, pazarlama kararlarına stratejik yaklaşım ele almayı tanıtır. Belli...
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...BBA340 Cross Cultural Management Department of Marketing and Management Faculty of Business and Economics Unit Guide E2 Evening; Offered in Session 2, North Ryde 2012 Table of Content Table of Content General Information 2 3 Convenor and teaching staff Credit Points Prerequisites Corequisites Co-badged status Unit Description 3 3 3 3 3 3 Learning Outcomes Graduate Capabilities 4 5 Capable of Professional and Personal Judgement and Initiative Engaged and Ethical Local and Global citizens Discipline Specific Knowledge and Skills Critical, Analytical and Integrative Thinking Assessment Tasks 5 5 6 6 8 Case Study and Presentation Media Report Analysis Final Examination 8 9 10 Unit Schedule Delivery and Resources 12 14 Classes Prizes Required and Recommended Texts and/or Materials Teachnology Used and Required Learning and Teaching Activities Policies and Procedures 14 14 14 15 15 17 Academic Honesty Grades Grading Appeals and Final Examination Script Viewing Special Consideration Policy Student Support Student Enquiry Service Equity Support IT Help Research and Practice 17 17 17 17 18 18 18 18 19 Page 2 of 19 General Information Convenor and teaching staff Unit Convenor: Meena Chavan Email: meena.chavan@mq.edu.au Other Staff: Choon-Hwa Lim Email: choon-hwa.lim@mq.edu.au Credit Points 3 Prerequisites 42cp Corequisites N/A Co-badged status ...
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